1 sw001 standard work standard work workshop. 2 sw001 standard work agenda time topic/activity day 1...
TRANSCRIPT
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SW001
Standard Work
Standard Work Workshop
Standard Work Workshop
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Standard Work
AgendaAgenda
Time Topic/Activity Day 1
8:00 AM Opening 8:05 AM Introduction 8:15 AM Module 1 Continuous Improvement
Approach (15) 8:35 AM Module 2 Standardization (19) 9:00 AM Break 9:15 AM Exercise 1 – Break-out Observe
Video & Do Line Layout10:15 AM Report-outs10:35 AM Module 3 Standard Work (36)11:15 AM Exercise 2 – Video Data Collection (Takt Time,
Target Cycle Time, Machine Times/Capacity,Manual time, Walk Time, Wait Time, & ActualCycle Time
12:00 PM Lunch12:45 PM Break-out Continues 1:45 PM Report-outs 2:15 PM Module 4 Standard Work Tools (39) 3:00 PM Exercise 3 – Break-out (SWCT, Staffing Bar
Graph & Staffing Chart 4:30 PM Report-outs 5:00 PM Adjourn
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AgendaAgendaTime Topic/Activity
Day 2 8:00 AM Introduction Day 2 8:15 AM Module 5 Product Mix (14) 8:30 AM Exercise 4 Break-out (Visit Line, Observe,
Takt Time, Target Cycle Time, Manual/MachineTime, Walk/Wait Time & SWCT
12:00 PM Lunch12:45 PM Module 6 Improvement Activity Form (5) 1:00 PM Exercise 5 – Break-out 1:45 PM Break 2:00 PM Module 7 Implementation (10) 2:15 PM Exercise 6 – Break-out 3:00 PM Report-outs 4:00 PM Adjourn
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Standard Work WorkshopStandard Work Workshop
NameYears ServiceCurrent Position
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Points To Be RevisitedPoints To Be RevisitedDefinition: Question Or Subject That Will Be Addressed At A Later Time
Point Is Scheduled To Be Covered Later In The Workshop
Additional Time Is Needed To Clarify Point
Additional Research Is Needed (We Don't Know)
Point Is Beyond Scope Of Workshop (Subsequent Investigation Is Needed)
Ensure That Unresolved Issues & Questions Are Addressed
Instructor Determines When A Point Needs To Be Revisited
Participant Writes Point On Wall Chart
Criteria:
Purpose:
Method:
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Definition:
An Obstacle Is Anything That Impedes Or Prevents The Implementation Of Continuous Improvement Tools
Purpose:
Ensure That Obstacles Are Raised And Addressed (On Last Day)
Method:
Participant Writes Obstacles On Wall Chart At Any Time
ObstaclesObstacles
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Module 1Continuous Improvement
Approach
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Definition of Continuous ImprovementDefinition of Continuous Improvement
• Continuous Improvement simply means:
• Improving every aspect of every activity every day - forever
• Think of continuous improvement as a journey rather than a destination
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Introduction to Continuous Improvement
Introduction to Continuous Improvement
• Implementation of the AM Performance System has helped AM become much more competitive
• However, the vehicle OE and replacement marketplaces have become more difficult every year
• To continue to keep and grow business, we have no choice but to improve
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Introduction to Continuous Improvement
Introduction to Continuous Improvement
• This is not a new program - Continuous Improvement is an integral part of AM Performance System
• Continuous Improvement is a part of “people supportive practices”, one of the 14 AMr Performance System points
• provides new skills to employees, empowering them to design and improve their own work
• by standardizing on a new method, it gives people the ability to reduce variation
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Introduction to Continuous Improvement
Introduction to Continuous Improvement
• Standardization is really just a systematic and disciplined approach to doing things
• We will be using the same skills for supplier development
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Introduction to Continuous ImprovementIntroduction to Continuous Improvement
Why Standardize?
“Variability is the breeding ground ofdefects, and of high costs.”
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Introduction to Continuous Improvement
Introduction to Continuous Improvement
AM invests in trainingAM Empowers Employees
–Design their own work
–Rearrange their work place
Employees follow THEIR plan–Do work according to plan
–Same way every time
Shared Plan
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Introduction to Continuous Improvement
Introduction to Continuous Improvement
• Manufacturing performance is like physical conditioning - you can go only one of two directions
• you can relax and get out of shape
• you can improve continuously and stay truly competitive
• Continuous Improvement develops standardized ways of doing things:
• you cannot do it right the first time without a standard
• every standard and every measure cries out for a better way and better performance - getting in better shape
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Continuous Improvement is needed:Continuous Improvement is needed:• Increased competition
• Customer demands for lower prices
• Expectations for higher quality
• Changing technologies
• Need for more employee control of workplace
• Need for improved participation and self-direction
• Wider base of knowledge
• Safer, better workplace
• Zero accidents
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Work Unit 20 KeysWork Unit 20 KeysLevel Key #10 - Work Standards
1 A few standardized work procedures are in place in the work unit.
2 Team members are familiar with formal work instruction sheets. A few activities have been analyzed by team members. At least 50% of team members have been trained in Standard Work.
3 Standard work patterns have been developed by team members. All team members are following standard work patterns. Takt Time and Target Cycle Time have been established for the work unit. Labor utilization graphs or other visual tools are displayed to show balance and work distribution of team members. At least 75% of team members have been trained in Standard Work.
4 All activities in the work unit have been analyzed with Standard Work Charts (SWC). Standards have been established and used for all team member training. Efforts to reduce unnecessary motion and waiting in the work unit are documented. Balanced work plans have been established for all part numbers and/or families within the work unit. Work patterns for +/- 1 team member have been developed. 100% of team members have been trained in Standard Work.
5 Standard work patterns are established for new processes and products prior to release for production to the work unit. All unnecessary motion and waiting in the work unit have been eliminated. Team members are involved in making adjustments to labor utilization levels, based on customer requirements.
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Workshop GoalsWorkshop Goals
• Understand Continuous Improvement Steps
• Standardized work
• Takt time
Work as a team
Have fun!!
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9 Continuous Improvement Process Steps
9 Continuous Improvement Process Steps
1. Observe current method
2. Document current method
3. Identify improvements (steps to eliminate)
4. Implement improvements
5. Validate quality and productivity of new method
6. Standardize new method
7. Document “Before” and “After” conditions
8. Recognize achievements
9. Look for next improvement
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Continuous Improvement is an integral part of AM Performance System
Continuous Improvement is an integral part of AM Performance System
• Achieving World Class certification is of no benefit if the performance cannot be maintained
• There are only two choices
• deteriorating performance or
• CONTINUOUS IMPROVEMENT !!!!!!!!!!!!
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To achieve World Class levels, we must excel at continuously improving processes and work methods in every work unit, in every business group, at every facility, and at every supplier. Every day
Continuous Improvement is an integral part of AM Performance System
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• Ergonomics
• Standard Work
• Balance Boards
• Measurements
Our focus will be on the following tools:
Standard Work & Takt Time Production Tools.
Standard Work &
Takt Time Production
Tools
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Module 2Standardization
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Standard operations apply to:Standard operations apply to:
• Working efficiently without wasteful motions
• Achieving line balancing among all processes in terms of production timing
• The minimum quantity of work-in-process
• Standardization - the best way
• Standardization - eliminating variation
• Standardization - the same sequence and method each time
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Standard operations apply to:Standard operations apply to:
• Standardization makes it easy to see and check operational problems
• Standardization ensures that the results will be predictable and repeatable
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Standardization Results in the following improvements:
Standardization Results in the following improvements:
• Safety
• Quality
• Efficiency
• Productivity
Standard Work
Safety
Quality
Efficiency
Productivity
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• Standardization is a key to improving
• The standard method must be established and should be regarded as a “good” method
• But the standard method is only “good” - not “best”. Each method challenges us for a better way
• Continuously improved
• “The best way has not yet been found”
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The 8 Types of WasteThe 8 Types of Waste
• Overproduction
• Correction
• Material Movement/Transportation
• Excess Processing
• Inventory
• Waiting
• Motion
• Lack of Employee Involvement
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Some Causes of WasteSome Causes of Waste
• Incapable processes
• Engineering changes without process changes
• Lack of Customer input concerning requirements
• Inconsistent work methods
• Excessive variation
• Incapable suppliers
• Lack of communication
• Long changeovers
• Inconsistent schedules
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Standard MovementsStandard Movements
Standardization of work movement that
supports our goals of: • Safety
• Quality
• Efficiency
• Productivity Safety & Quality
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Safety and Ergonomics Safety and Ergonomics
• Make safety and ergonomics a number one concern when making improvements in the workplace
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3 Work Movement Goals3 Work Movement Goals
1. Reduce the number of basic movements
2. Make work movements easier
3. Improve the quality of movement
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Standard MovementsStandard Movements
• Look at feet and leg movements
• Look at hand and arm movements
• Look at the part
• Look at the worker’s eyes
• Improve the quality of movement
• Use both hands
• Eliminate wasted movements
• Make the work rhythmical
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Work Movements ChecklistWork Movements Checklist
Job: Line: Process: Worker: Date:_ ____________
Check Item How often Problem Movement Improvement
Are the arms stretched out too far?
Size Are the arms moving above the heart level?
of Is there any bending at the waist?
Movement Are there any sudden rotations?
Is there any stretching (on tiptoe) or bending down?
Movement Is the right or left hand not being used?
of Are both arms stretched farther than twice the distance
Both between shoulders?
hands Are hands moving alternately rather than simultaneously?
(waiting) Are things transferred from one hand to the other?
Do the hands cross?
Are up, down, forward, backward, left, right motions too
Wasted large for movement to the next position?
Movement Start buttons in line with the flow of hand movements?
Are parts stored in line with the flow of hand to hand movements?
Are both hands not used while the worker is walking?
Making Does the worker stop and stand?
the Work Is the part automatically unloaded or done by worker?
Rhythmical Can the part be loaded with one touch? (simplified loading)
Is there continued holding of part at the finish?
Finishing Can the worker load and unload the part in one try?
Point Can the worker move to the next process right away?
Can the worker pick up the part for the next process right away?
Preparations for the next task completed while working?
O T H E RAverage Cycle Time Before: _______ seconds. No. times cycle measured: Average Cycle Time After: ________ seconds
Form No. 5-A
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AM Performance System Workplace ImprovementsAM Performance System Workplace Improvements
• Safety and Ergonomics
• Small containers
• Minimal material handling
• Job rotation to minimize repetitive motions
• “Poka Yoke” pinch points (error proofing)
• Minimize bending/reaching
• Eliminate contamination (leaks, smoke, flash)
• Clean workplaces
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Improvements Cont.Improvements Cont.
• “U” shaped work unit• Eliminates isolated islands• Integrates processes• Reduces transport and handling of parts• Enhances teamwork• Increases visibility• Enhances cross training• Permits flex-manning• Improves safety• Reduces inventory
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Work SequenceWork Sequence
• Sequence of activities that each operator performs to complete one cycle
• Does not necessarily represent the part routing
• Requires multi-skilled workers
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14
56
98
7 Operator #2
Operator#1
RawMaterials
FinishedGoods
RawMaterials
FinishedGoods
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Improvements Cont.Improvements Cont.
• Minimize/Eliminate In-line Inventory• One piece pull• Kanban signals
• Value Added/Non-Value Added Analysis• Eliminate non-value added activities
• Moving material• Inspection• Waiting• Unnecessary activities
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Report Out 1 DeliverablesReport Out 1 Deliverables
1- Complete the Standard Work Chart
Report Out# 1
Watch the video tape to complete this exercise
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STANDARDIZED WORK CHARTPart No.
Part Name
Line # of Members Takt Time Target Cycle Time StandardIn-ProcessStock
Date
MemberManual
TimeWalkTime
WaitTime
TotalCycleTime
Auto Time Manual Time
DailyCustomerDemand
Shifts
Bottleneck
Scheduled Breaks/Day
Allowances/day forTarget Cycle Time
WALK PATHWITH PART
WALK PATHWITHOUT PART
StandardIn-ProcessStock
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STANDARDIZED WORK CHARTPart No.
Part Name
Line # of Members Takt Time Target Cycle Time StandardIn-ProcessStock
Date
MemberManual
TimeWalkTime
WaitTime
TotalCycleTime
Auto Time Manual Time
DailyCustomerDemand
Shifts
Bottleneck
Scheduled Breaks/Day
Allowances/day forTarget Cycle Time
# 1
I
E
C
# 2
3
2
S.I.P.S.
Standard Work Example
A
S.I.P.S.
H GG
BB DD
FF
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Module 3Standardized Work
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Standardized WorkStandardized Work
Clearly visible production and people supported
activities that are standardized to reduce process
variation and match customer needs
• Synchronized flow• Simplified practices• Consistent methods• Applying better ideas• Leveled work loads
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Standardized WorkStandardized Work
First Shift
Second Shift
Third Shift
Traditional: Standardized:High Variability Consistency, Control
Clearly visible production and people supported activities that are Standardized to reduce process variation and match Customer needs
First Shift
Second Shift
Third Shift
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Standardized WorkStandardized Work
Who Knows More About What You Do ??
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Standardized WorkStandardized Work
YOU DO !!
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Standardized WorkStandardized Work
Whose Idea Will You Try First ??
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Leveled ProductionLeveled Production
In the production work site generally, the bigger the
fluctuations either in part flow or production
quantity the greater the waste
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Continuous Flow ProcessingContinuous Flow Processing
The ideal, ultimately, is to achieve leveled,
sequential production without accumulation
of parts within a process or between processes
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Standardized WorkStandardized Work
• Optimum conditions for standardized work:
• Up-Time
• Repetitive operations
• Uniform work quality
• Level Schedule
• Capable Processes
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Standardized WorkStandardized Work
• Terms to know:• Takt time• Target cycle time• Actual cycle time• Manual time• Walk time• Wait time• Unassigned time• Machine cycle time
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Standardized WorkStandardized Work
• Takt Time:
The amount of time required to produce one piece of the customer demand
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Standardized WorkStandardized Work
• Takt Time Calculation:
Available Daily Operating Time (Seconds)
Total Average Daily Production Requirements (Pieces)
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Standardized WorkStandardized Work
Takt Time Calculation Example:
Work Unit 3000 (Two shift operation)Customer demand = 1504 / per dayAvailable work time = 16 hours = 960 min/dayLess 4 breaks per day @ 10 min. each = 40 minTotal Available Time = 920 min
920 minutes X 60 seconds = 55,200 seconds
Takt Time = 55,200sec / 1504 units = 36.7 secondsWe need to net 1 unit every 36.7 seconds
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Standardized WorkStandardized WorkTakt Time Calculation Example:
Work Unit 3000 (Two shift operation)Customer demand = 1100 / per dayAvailable work time = 16 hours = 960 min/dayLess 4 breaks per day @ 10 min each = 40 minTotal Available Time = 920 min
920 minutes X 60 seconds = 55,200 seconds
Takt Time = 55,200sec / 1100 units = 50.2 secondsWe need to net 1 unit every 50.2 seconds
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Standardized WorkStandardized Work
Takt Time Calculation Exercise:
Work Unit 3000 (Two shift operation) 2 - 10’ breaks/shift4 Week Customer Requirements: Week 1 = 6000 units
Week 2 = 5800 units
Week 3 = 6200 units
Week 4 = 6000 units
Takt Time = ?
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Takt Time Calculation Exercise:
Work Unit 3000 (Two shift operation) 2 - 10’ breaks/shift
4 Week Customer Requirements: 24,000/20 days = 1200
2 x 8 hrs. = 16 hrs. x 60’ = 960’ - 40’ breaks = 920’
920’ x 60” = 55,200”
Takt Time = 55,200”/1200 = 46”
Standardized WorkStandardized Work
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Target Cycle TimeTarget Cycle Time
Target Cycle Time = Takt Time - Special Allowances
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Target Cycle Time may include planned, repetitive operations
- Examples of Special Allowances Team Meetings Preventive Maintenance Changeover
Target Cycle Time
Planned, repetitive allowances will be determined by each Business Group
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Changeover time should be continuously improved
Building a flat allowance is wrong
Initial time built-in must be improved
Target Cycle Time
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Target Cycle Time ExampleTarget Cycle Time Example
Production Requirement: 1504 parts per day
P.M. 15 minutes X 2 shifts = 30 min.EI Meeting 12 minutes X 2 shifts = 24 min.
54 min.54 minutes X 60 seconds = 3240 seconds
3240/ 1504 = 2.15 seconds lost for Special Allowances
Target Cycle Time = 36.7(Takt) – 2.15(SPA) = 34.55 sec.
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Target Cycle Time ExampleTarget Cycle Time Example
Production Requirement: 1100 parts per day
P. M. 15 minutes X 2 shifts = 30 min.EI Meeting 12 minutes X 2 shifts = 24 min.
54 min.54 minutes X 60 seconds = 3240 seconds
3240 / 1100 = 2.95 seconds lost for Special Allowances
Target Cycle Time = 50.2(Takt) – 2.95(SPA) = 47.25 sec.
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Target Cycle Time ExerciseTarget Cycle Time Exercise
Production Requirement: 1200 parts per dayTakt Time = 46”
P. M. 15 minutes X 2 shifts = 30 min.EI Meeting 12 minutes X 2 shifts = 24 min.
54 min.Target Cycle Time = ?
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Target Cycle Time ExerciseTarget Cycle Time Exercise
Production Requirement: 1200 parts per dayTakt Time = 46”
P. M. 15 minutes X 2 shifts = 30 min.EI Meeting 12 minutes X 2 shifts = 24 min.
54 min.54 minutes X 60 seconds = 3240 seconds
3240 / 1200 = 2.7 seconds lost for Special Allowances
Target Cycle Time = 46(Takt) – 2.7(SPA) = 43.3 sec.
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Standardized WorkStandardized Work
Actual Cycle Time =
Manual time + Walk Time + Wait Time
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Standardized WorkStandardized Work
Actual Cycle Time = Manual time +Walk time +Wait time
Longest operator’s actual cycle time tells us how many parts the cell is capable of running
Actual Cycle Time is the time it takes an operator to complete one cycle of his/her standard work
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Standardized WorkStandardized Work
Manual Time:
The time required for an operator to perform the physical tasks for one cycle of operation (Inspecting, loading / unloading, and gauging)
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Standardized WorkStandardized Work
Walk Time:
The time required for the physical movement from one point to another, with or without a part
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Standardized WorkStandardized Work
Wait Time:
The time the operator waits while the machine completes its function
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• Unassigned Time
The difference between your actualcycle time and your target cycle time
Standardized Work
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Standardized WorkStandardized Work
Machine Cycle Time:
The time required by a machine to complete one cycle of operation
*Machine cycle time may also be referred to as Auto Time
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Target Work Unit StaffingTarget Work Unit Staffing
# Of Members = Total Manual Time+ Total Walk Time Target Cycle Time
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Operation Name Date:
1 2 3 4 5 Element Times
# Elements H L Comments
Form #: 3-A
1 Tubing to bender .9 1 1.1 1 1
2 Walk to bender 2.0 2.0 2.0 2.0 2.0
3 Load bender 2.5 2.4 2.4 2.5 2.5
4 Bender cycles 37.5 38 38 37.5 38
5 Unload bender 2.5 2.3 2.6 2.5 2.5
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SEQ. PROCESS NAME
ASSET
NUMBERMANUAL
TIME
MACHINE
TIME
AUXILIARYTIMES
TOTAL
TIME
PROCESS
CAPACITYCOMMENTS
Standardized Production Capacity Sheet
Totals
1 Tubing to bender2
3
4
5
6
7
Bender
Sizer
Inlet welding operation
Outlet welding operation
Leak test / gauge, etc.
Finished Goods
1
5
6
6
6
6
1
0
38
7
35
30
10
0
234567
234561
023456
234569
234555
31
1
43
13
41
36
16
1
641
673
2123
1725
766
Date
Cell #Part#
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Report Out 2 DeliverablesReport Out 2 Deliverables
1- Standard Work Chart
2- Exercise #2 Report Out
Report Out# 2
Watch the video tape to complete this exercise
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STANDARDIZED WORK CHARTPart No.
Part Name
Line # of Members Takt Time Target Cycle Time StandardIn-ProcessStock
Date
MemberManual
TimeWalkTime
WaitTime
TotalCycleTime
Auto Time Manual Time
DailyCustomerDemand
Shifts
Bottleneck
Scheduled Breaks/Day
Allowances/day forTarget Cycle Time
Manual Time
5 4 3
2
76
110
S.I.P.S.S.I.P.S.
2
3
1
5
2
66 6
0 1
30
6 0
18 7
38
Auto Time
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Form No. 2
Exercise 2 Report Out( Video Exercise )
Takt Time: ________________
Target Cycle Time: ________________
Longest Machine Cycle Time: ________________
Machine Capacity vs Customer Requirement
____________ vs ____________
Total Work Unit Manual Time: ________________
Total Work Unit Walk Time: ________________
Total Work Unit Wait Time: ________________
Target Work Unit Staffing: ________________
Longest Operator Actual Cycle Time: ________________
Longest Operator Actual Cycle Time vs Target Cycle Time
____________ vs ____________
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Module 4Standardize Work Tools
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Standardized Work Tools Standardized Work Tools
• Standardized Work Analysis
• Labor Requirements
• S W C T - Standardized Work Combination Table
• Staffing Graph
• Balance Board
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FinishedGoods
STANDARDIZED WORK CHARTPart No.
Part Name
Line # of Members Takt Time Target Cycle Time StandardIn-ProcessStock
Date
MemberManual
TimeWalkTime
WaitTime
TotalCycleTime
ABC
Auto Time Manual Time
DailyCustomerDemand
30” 28.6”4
Shifts 2
4440 1840
08/30/99CC3330Exhaust Assembly
Bottleneck
Scheduled Breaks/Day 40’
Allowances/day forTarget Cycle Time 42.9’
D
9”
6”9”8”
12”
27”6”
3”
2”
12”8” 19”8” 20”
3”
14”
OrbitalWelder Spinner Stuffer
StampPress
Loc
kse
amer
Fla
re P
ress
A
D
B
C1
1
11
22
22
3
3
3
3
4
4
4
5
2”
2”
2”2”
2” 2”1”
5”
4”
1”
1” 2” 1”
1”
1”
3”
26”
1”
10”
3”1” 3”2”
BenderSizerCutoff
Hea
ds
Gu
ts
Ste
el
Tubes
3”
3”
1 1
1
1”1”3”
2”
3”
3”
3”
2”
3”1”2”
3”1” 21”
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Standardized Work Combination TableStandardized Work Combination Table
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Part No.: Cell:: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals Actual Cycle Time =
1840 28.6" 30"
EX4444
Exhaust Ass'y
4444
08/30/99
1
2
3
Oper.
A
Unload Bender
Cut Tube
Size Tube
4 Stage Tube
5Pick Tube andLoad Bender
5 10 15 20 25 30
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Part No.: Cell:: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time =27"9
1840 28.6" 30"
EX4444
Exhaust Ass'y
4444
08/30/99
1 1"1"
22"
32"
Oper.
A
Unload Bender
Cut Tube 3"
Size Tube 3"
4 Stage Tube
5Pick Tube andLoad Bender
2"
2"
5 10 15 20 25 30
26" 6"
2"
3"
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Part No.: Cell:: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time =27"9
1840 28.6" 30"
EX4444
Exhaust Ass'y
4444
08/30/99
1 1"1"
22"
32"
Oper.
A
Unload Bender
Cut Tube 3"
Size Tube 3"
4 Stage Tube
5Pick Tube andLoad Bender
2"
2"
5 10 15 20 25 30
26" 6"
2"
3"
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Part No.: Cell:: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time =27"9
1840 28.6" 30"
EX4444
Exhaust Ass'y
4444
08/30/99
1 1"1"
22"
32"
Oper.
A
Unload Bender
Cut Tube 3"
Size Tube 3"
4 Stage Tube
5Pick Tube andLoad Bender
2"
2"
5 10 15 20 25 30
26" 6"
2"
3"
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Standard Work
Part No.: Cell:: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time = 27"9
1840 28.6" 30"
EX4444
Exhaust Ass'y
4444
08/30/99
1 1"1"
22"
32"
Oper.
A
Unload Bender
Cut Tube 3"
Size Tube 3"
4 Stage Tube
5Pick Tube andLoad Bender
2"
2"
5 10 15 20 25 30
26" 6"
2"
3"
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Standard Work
Part No.: Cell:: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time =27"9
1840 28.6" 30"
EX4444
Exhaust Ass'y
4444
08/30/99
1 1"1"
22"
32"
Oper.
A
Unload BenderCut Tube 3"
Size Tube 3"
4 Stage Tube
5Pick Tube andLoad Bender
2"
2"
5 10 15 20 25 30
26" 6"
2"
3"
87
SW001
Standard Work
Part No.: Cell:: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time =27"9
1840 28.6" 30"
EX4444
Exhaust Ass'y
4444
08/30/99
1 1"1"
22"
32"
Oper.
A
Unload Bender
Cut Tube 3"
Size Tube 3"
4 Stage Tube
5Pick Tube andLoad Bender
2"
2"
5 10 15 20 25 30
26" 6"
2"
3"
88
SW001
Standard Work
Part No.: Cell:: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time =27"9
1840 28.6" 30"
EX4444
Exhaust Ass'y
4444
08/30/99
1 1"
1"2
2"3
2"
Oper.
A
Unload Bender
Cut Tube 3"
Size Tube 3"
4 Stage Tube
5Pick Tube andLoad Bender
2"
2"
5 10 15 20 25 30
26" 6"
2"
3"
89
SW001
Standard Work
Part No.: Cell:: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time =27"9
1840 28.6" 30"
EX4444
Exhaust Ass'y
4444
08/30/99
1 1"1"
22"
32"
Oper.
A
Unload Bender
Cut Tube 3"Size Tube 3"
4 Stage Tube
5Pick Tube andLoad Bender
2"
2"
5 10 15 20 25 30
26" 6"
2"
3"
90
SW001
Standard Work
Part No.: Cell:: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time =27"9
1840 28.6" 30"
EX4444
Exhaust Ass'y
4444
08/30/99
1 1"1"
22"
32"
Oper.
A
Unload Bender
Cut Tube 3"
Size Tube 3"
4 Stage Tube
5Pick Tube andLoad Bender
2"
2"
5 10 15 20 25 30
26" 6"
2"
3"
91
SW001
Standard Work
Part No.: Cell:: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time =27"9
1840 28.6" 30"
EX4444
Exhaust Ass'y
4444
08/30/99
1 1"1"
22"
32"
Oper.
A
Unload Bender
Cut Tube 3"
Size Tube 3"
4 Stage Tube
5Pick Tube andLoad Bender
2"
2"
5 10 15 20 25 30
26" 6"
2"
3"
92
SW001
Standard Work
Part No.: Cell:: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time = 27"9
1840 28.6" 30"
EX4444
Exhaust Ass'y
4444
08/30/99
1 1"1"
22"
32"
Oper.
A
Unload Bender
Cut Tube 3"
Size Tube 3"
4 Stage Tube
5Pick Tube andLoad Bender
2"
2"
5 10 15 20 25 30
26" 6"
2"
3"
93
SW001
Standard Work
Part No.: Cell:: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time =27"9
1840 28.6" 30"
EX4444
Exhaust Ass'y
4444
08/30/99
1 1"1"
22"
32"
Oper.
A
Unload Bender
Cut Tube 3"
Size Tube 3"
4 Stage Tube
5Pick Tube andLoad Bender
2"
2"
5 10 15 20 25 30
26" 6"
2"
3"
94
SW001
Standard Work
Part No.: Cell:: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time = 27"9
1840 28.6" 30"
EX4444
Exhaust Ass'y
4444
08/30/99
1 1"1"
22"
32"
Oper.
A
Unload Bender
Cut Tube 3"
Size Tube 3"
4 Stage Tube
5Pick Tube andLoad Bender
2"
2"
5 10 15 20 25 30
26" 6"
2"
3"
95
SW001
Standard Work
Part No.: Cell:: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time = 27"9
1840 28.6" 30"
EX4444
Exhaust Ass'y
4444
08/30/99
1 1"1"
22"
32"
Oper.
A
Unload Bender
Cut Tube 3"
Size Tube 3"
4 Stage Tube
5 Pick Tube andLoad Bender
2"
2"
5 10 15 20 25 30
26" 6"
2"
3"
96
SW001
Standard Work
Part No.: Cell:: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time = 27"9
1840 28.6" 30"
EX4444
Exhaust Ass'y
4444
08/30/99
1 1"1"
22"
32"
Oper.
A
Unload Bender
Cut Tube 3"
Size Tube 3"
4 Stage Tube
5Pick Tube andLoad Bender
2"
2"
5 10 15 20 25 30
26" 6"
2"
3"
97
SW001
Standard Work
Part No.: Cell:: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time = 27"9
1840 28.6" 30"
EX4444
Exhaust Ass'y
4444
08/30/99
1 1"1"
22"
32"
Oper.
A
Unload Bender
Cut Tube 3"
Size Tube 3"
4 Stage Tube
5Pick Tube andLoad Bender
2"
2"
5 10 15 20 25 30
26" 6"
2"
3"
98
SW001
Standard Work
Part No.: Line: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Line = Takt Time, Black Line = Target Cycle Time, Short Black Line = Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 8 3 3 Actual Cycle Time =19"8
1840 28.6" 30"
PIPE396
Tail Pipe
4440
08/30/99
1 1"1"
22"
3
Oper.
B
Load & Act. Flare Press
Pick steel
3"Stamp steel
1"
4
Load Lockseamer
1"
5
Unload Lockseamer
2"1"
4"
5 10 15 20 25 30
3"3"
99
SW001
Standard Work
Part No.: Line: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Line = Takt Time, Black Line = Target Cycle Time, Short Black Line = Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 8 3 3 Actual Cycle Time =20"9
1840 28.6" 30"
PIPE396
Tail Pipe
4440
08/30/99
1 1"1"
22"
3
Oper.
C
Stage Part
Unload Flare Press
3"Load Unload Stuffer
1"
4
Load Spinner
1"
5
Unload Spinner
2"1"
5"
5 10 15 20 25 30
3"3"
100
SW001
Standard Work
Part No.: Line: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Line = Takt Time, Black Line = Target Cycle Time, Short Black Line = Actual Cycle Time
Process Name Time Time Time WalkTime
Totals 14 1 Actual Cycle Time =21"6
1840 28.6" 30"
PIPE396
Tail Pipe
4440
08/30/99
2"1"
Oper.
D
Pick Pipe & Muffler
9"Load & Activate Welder
1"Pick Part
2"Pack Part3"
5 10 15 20 25 30
1"
2"
12"
101
SW001
Standard Work
Do I Need To Fill Out More Than One SWCT?
Make a separate SWCT for each product familywith a unique process or with over 2
seconds of work difference
102
SW001
Standard Work
Target Work Unit StaffingTarget Work Unit Staffing
# Of Members = Total Manual Time + Total Walk Time Target Cycle Time
103
SW001
Standard Work
Balance BoardBalance Board
Shows whether or not line is balanced
Is a visual tool to help us better balance the work load
Is to be used by the work team
104
SW001
Standard Work
Operator A27 seconds
Target Cycle Time 28.6”
Operator D21 seconds
BALANCE BOARDBALANCE BOARD
Operator B19 seconds
Operator C20 seconds
Unload bender 1.0
Takt Time 30”
Pick Steel 1.0 Unload F.P. 1.0 Pick Pipe & Muff 2.0Walk to Cutoff 1.0
Cut Tube 2.0
Walk to Stage 2.0
Size Tube 3.0
Walk to Sizer 2.0
Stage Tube 2.0
Walk to Tubes 2..0
Pick Tube & 3.0Load Bender
Walk to Unload 2.0
Wait On 6.0Bender
Walk to Steel 4.0
Walk to L.S. 2.0
Stamp Steel 3.0
Walk to Press 1.0
Wait on L. S. 3.0
Load Lockseam 1.0
Unload L. S. 1.0
Walk to F. P. 1.0
Load & Act. FP 2.0
Load Spinner 1.0
Load Unload S 3.0
Walk to Stuffer 1.0
Walk to Spinner 2.0
Stage Part 2.0
Wait on Spin 3.0
Unload Spin 1.0Walk to Stage 1.0
Walk to F.P. 5.0 Walk to Stage 3.0
Wait on Welder 1.0
Walk to Welder 1.0
Pick Part 1.0
Walk to F.G. 2.0
Pack Part 2.0
Load & Act. 9.0
105
SW001
Standard Work
Staffing GraphStaffing Graph
106
SW001
Standard Work
OperatorTotal
Manual Time
Total Walk Time
Total Wait Time
Actual Cycle Time
Target Cycle Time
Unassigned Time
A
B
C
D
Total
12 9.0 6.0 27 28.6 1.6
8.0 8.0 3.0 19 28.6 9.6
8.0 9.0 3.0 20 28.6 8.6
14 6.0 1.0 21 28.6 7.6
42 32 13 87 27.4
107
SW001
Standard Work
B
5
20
15
30
35
40
0
45
50
25
10
Takt Time
Target Cycle Time
Walk Time
Manual Time
Wait Time
C DA
4 Members – Work Unit 3000
108
SW001
Standard Work
B
5
20
15
30
35
40
0
45
50
25
10
Takt Time
Target Cycle Time
Walk Time
Manual Time
Wait Time
C DA
4 Members – Work Unit 3000 Balanced but not to Target Cycle Time
109
SW001
Standard Work
B
5
20
15
30
35
40
0
45
50
25
10
Takt Time
Target Cycle Time
Walk Time
Manual Time
Wait Time
C DA
4 Members – Work Unit 3000 Balanced to Target Cycle Time
110
SW001
Standard Work
B
5
20
15
30
35
40
0
45
50
25
10
Takt Time
Target Cycle Time
Walk Time
Manual Time
Wait Time
C DA
3 Members – Work Unit 3000 Eliminated Wait and Balanced to Target Cycle Time
111
SW001
Standard Work
B
5
20
15
30
35
40
0
45
50
25
10
Takt Time
Target Cycle Time
Walk Time
Manual Time
Wait Time
C DA
2 Members – Work Unit 3000 Eliminated Wait, ReducedWalk & Balanced to Target Cycle Time
112
SW001
Standard Work
SWCT ExerciseSWCT Exercise1) Pick tube and load auto loader: 3”2) Walk to front of bender: 1”3) Wait for bender to complete cycle: 6”4) Unload bender: 1”5) Bender auto time: 26”6) Walk to cutoff: 2”7) Cut tube: 3”8) Walk to sizer: 2”9) Size tube: 3”10) Walk to stage: 2”11) Stage pipe: 2”12) Return to tubing: 2”
Auto Time
Walk Time
Manual Time
Wait Time
113
SW001
Standard Work
Part No.: Line: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Vertical Red Line = Takt Time, Vertical Black Line = Target Cycle Time, Short Vertical Black Line = Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time =27"9
1840 28.6" 30"
PIPE396
Tail Pipe
4440
08/30/99
1 3"1"
22"
32"
Oper.
A
Pick tube and loadauto loader
Unload bender 1"
Cut tube 3"
4 Size tube 3"
5 Pack tube 2"2"
2"
5 10 15 20 25 30
26" 6"
114
SW001
Standard Work
Part No.: Line: Standardized Work Volume
Target Cycle Takt Time
Manual Walk
Part Name: Date: Combination Table Auto Wait
Manual Auto Wait Red Line = Takt Time, Black Line = Target Cycle Time, Short Black Line = Actual Cycle Time
No. Process Name Time Time Time WalkTime
Totals 12 26 6 Actual Cycle Time =27"9
1840 28.6" 30"
PIPE396
Tail Pipe
4440
08/30/99
1 1"2"
22"
32"
Oper.
A
Pick tube and loadauto loader
Unload bender
3"Cut tube
3"
4
Size tube
2"
5
Pack tube
3"2"
1"
5 10 15 20 25 30
26" 6"
115
SW001
Standard Work
Report Out 3 Deliverables
1-Standard Work Combination Table
2-Staffing Bar Graph
3-Staffing Chart
Report Out# 3
Watch the video tape to complete this exercise
116
SW001
Standard Work
Module 5Product Mix
117
SW001
Standard Work
Product Mix ExampleProduct Mix Example
Product A + B + C = 876 total units
A = 219 units/876 total units = .25 or 25%
B = 307 units/876 total units = .35 or 35%
C = 350 units/876 total units = .40 or 40%
876 total units = 100%
118
SW001
Standard Work
Product Mix ExampleProduct Mix Example
{Product A + B + C = 876A = 219 = 25%B = 307 = 35%C = 350 = 40% 876 = 100%
Total Available Time:8 hours X 60’= 480’-20’(2-10’ breaks)=460’X60”=27,600”
27600”/876 daily units required = 31.5” Takt Time
Total Daily Available Time
Avg. Daily Units Required(A,B,C)TAKT =
119
SW001
Standard Work
Target Cycle Time Calculation
• Target Cycle Time = Takt Time - Special Allowances• Takt Time = 31.5”• Special Allowances = 10’ TPM
+ 12’ Team Meeting
Special Allowances = 22’ X 60” = 1320”
Special Allowance per cycle = 1320”/876 units = 1.5”
31.5”(Takt Time) - 1.5”(Special Allowance) = 30.0” TCT
120
SW001
Standard Work
Fixed Staffing Method
• Consistent Staffing Level
121
SW001
Standard Work
Product Mix ExampleProduct Mix Example
Product A B C
Manual 306” 260” 200”
Walk 50” 40” 40”
Total 356” 300” 240”
% Mix 25% 35% 40%
Part A 356” x .25 = 89”Part B 300” x .35 = 105”Part C 240” x .40 = 96”
290” Weighted Average
Calculation of Avg. Target Staffing
122
SW001
Standard Work
Target Staffing Example
290”30.0” Target Cycle Time
Total Manual Time + Total Walk TimeTarget Staffing = = = 9.6
• We round to the next full person and use 10 people
123
SW001
Standard Work
Fixed Staffing/Flex TCTFixed Staffing/Flex TCT
Product A B C
Manual 306” 260” 200”
Walk 50” 40” 40”
Total 356” 300” 240”
% Mix 25% 35% 40%
Part A 356”/9.6 = 37.08” Target Cycle TimePart B 300”/9.6 = 31.26” Target Cycle TimePart C 240”/9.6 = 25.00” Target Cycle Time
124
SW001
Standard Work
Fixed Target Cycle Time Method
• Consistent Target Cycle Time
125
SW001
Standard Work
Fixed TCT/Flex StaffingFixed TCT/Flex Staffing
Product A B C
Manual 306” 260” 200”
Walk 50” 40” 40”
Total 356” 300” 240”
% Mix 25% 35% 40%
356”/30.0” = 11.8 Target Staffing300”/30.0” = 10.0 Target Staffing240”/30.0” = 8.0 Target Staffing
126
SW001
Standard Work
Product Mix ExampleProduct Mix Example
Fixed StaffingFixed TCT
TargetStaffing
TargetCycle
TargetStaffing
TargetCycle
A 30.0” 11.8 37.0” 9.6
B 30.0” 10.0 31.2” 9.6
C 30.0” 8.0 25.0” 9.6
Gross 30.0” 9.6 30.0” 9.6
127
SW001
Standard Work
LINE EXERCISELINE EXERCISE
128
SW001
Standard Work
Report Out 4 DeliverablesReport Out 4 Deliverables
1-Standard Work Chart
2-Staffing Bar Graph
3-Exercise # 4
Report Out
4-SWCT
Report Out# 4
This Report Out based on data gathered from visit to work unit or next video
129
SW001
Standard Work
Form No. 4
Exercise 4 Report Out(Work Unit Data)
Takt Time: ________________
Target Cycle Time: ________________
Longest Machine Cycle Time: ________________
Machine Capacity vs Customer Requirement
____________ vs ____________
Total Work Unit Manual Time: ________________
Total Work Unit Walk Time: ________________
Total Work Unit Wait Time: ________________
Target Work Unit Staffing: ________________
Longest Operator Actual Cycle Time: ________________
Longest Operator Actual Cycle Time vs Target Cycle Time
____________ vs ____________
130
SW001
Standard Work
Module 6Before / After
Improvements
131
SW001
Standard Work
Before Improvement After Improvement
Work UnitTeam Facility Idea #
Problem Implemented Item Date Submitted Date Required Date Completed Champion
Team Contact
W. O. #
Effect
132
SW001
Standard Work
GROUP: TEAM LOCATION: FRANKLIN LINE: NS 6520 DATE: 1/20/97
PROBLEM IMPLEMENTED ITEM EFFECT
Loading three different parts Build staging rack to hold 1. Improve ease of operation.into Melton takes too long components in assembled 2. Decrease SWCT by 5 seconds(9”) position.
AFTER IMPROVEMENT BEFORE IMPROVEMENT
Deburr / Sizer Operator inserts tubesinto Resonator and stages assembly ontable
Resonator Assembly comes downchute in three pieces to MeltonOperator
133
SW001
Standard Work
GROUP: 6540 EI TEAM LOCATION: FRANKLIN LINE: NS 6540 DATE: 1/7/97
PROBLEM IMPLEMENTED ITEM EFFECT
Operator must walk to end of Move control panel towards 1. Shortened walk distance (10 ft) air check fixture to other end of air check. 2. Provided ease of movementpick up protective end cap Move six- shooter to area 3. Reduced standard work cycle time 4 sec’sfor pack-out process after where control panel was located.cycling air check.
End CapSix-Shooter
ControlPanel
Air CheckLongAwkwardWalk Path
Pack-OutCrate
Air Check
Shorter EasierWalk Pattern
Six-ShooterControlPanel
Pack-OutCrate
Before Improvement After Improvement
134
SW001
Standard Work
Report Out 5 DeliverablesReport Out 5 Deliverables
Report Out # 5
Present Before & After Improvement Sheets
7
Before Improvement After Improvement
Problem Implemented Item
Team Contact
W. O. #
Date Submitted Date Required Date Completed Champion
Effect
Team Line Facility Idea #
135
SW001
Standard Work
Module 7Implementation
136
SW001
Standard Work
Where do we go from here?Where do we go from here?
137
SW001
Standard Work
ImplementationImplementation
• Learn by doing on the shop floor
• Identify and solve “root cause” conditions
• Implement low and no cost improvements
• Promote personal and team growth
• Work based on need for improvement
138
SW001
Standard Work
9 Continuous Improvement Process Steps
9 Continuous Improvement Process Steps
• Observe current method
• Document current work elements/steps
• Identify improvements (steps to eliminate)
• Implement improvements
• Validate quality and productivity of new method
• Standardize new method
• Document “before” and “after” conditions
• Recognize achievements
• Look for next improvement
139
SW001
Standard Work
Implementing Standard WorkImplementing Standard Work
• Train the work unit members in Standard Work & Takt Time Production.
• Calculate Takt and Target Cycle Time
• Develop standard work charts with flex staffing, plus and minus one operator
• Create Standard Work Combination Tables
• Create a Balance Board as a tool for improvement
140
SW001
Standard Work
Implementing Standard WorkImplementing Standard Work
• Create a Staffing Graph to identify the opportunities for improvement to target cycle time
• Identify the Target Work Unit Staffing
• Calculate Daily PI
• Create a plan to maintain an active Standard Work & Takt Time Production program.
141
SW001
Standard Work
Report Out 6 DeliverablesReport Out 6 Deliverables
Form No. 8
Exercise 6 Report Out Work Unit Implementation Plan
IMPLEMENTATION OBJECTIVES:
Begin immediately; Involve Work Unit Operators Capture Before Condition Calculations Select Key Measurables for B.O.S. Identify Areas of Greatest Opportunity Activities Week 1: Activities Week 2: Activities Week 3: Activities Week 4: Key Support People:
Present Work Unit Implementation Plan ( 4 week plan )
Report Out # 6
142
SW001
Standard Work
Exercise 6 Report Out
Work Unit Implementation PlanIMPLEMENTATION OBJECTIVES:
Begin immediately; Involve Operators Select Key MeasurablesCapture Before Condition Calculations Identify Areas of Greatest Opportunity
Activities Week 1:
Activities Week 2:
Activities Week 3:
Activities Week 4: Key Support People:
143
SW001
Standard Work
ITEM BEFORE AFTER
WIP
% UPTIME
THRU-PUT TIME
MACHINE CYCLE TIME
PROCESS STEPS
PIECES PER MAN-HOUR
% REWORK
% SCRAP
CUSTOMER PPM
% FTSY
MT / TAKT %
PART FLOW DISTANCE
WAIT / TAKT %
OTHERS
Before and After Continuous Improvement Record
144
SW001
Standard Work
Five Key Factors for Lean Enterprise Success
Five Key Factors for Lean Enterprise Success
1. A Strategic Vision
2. Strong Line Management
3. Expert Training and Support
4. Aggressive Performance Targets
5. Impatience